MGT FINAL

MGT 201

antecedents of conflict*

Conditions that set up the possibility for conflict.

accommodating

A cooperative and unassertive conflict-handling style.

avoiding

An uncooperative and unassertive conflict-handling style

collaborating

A conflict-handling style that is high on both assertiveness and cooperation.

competing

A conflict-handling style that is highly assertive but low on cooperation.

compromising

A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person's goals as well.

conflict

A process that involves people disagreeing.

conflict management

Resolving disagreements effectively.

felt conflict*

When parties in conflict feel tension and stress due to the conflict situation (affective)

intergroup conflict

Conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer.

interpersonal conflict

A type of conflict between two people.

intrapersonal conflict

Conflict that arises within a person.

manifest conflict*

When parties in conflict exhibit poor interpersonal behavior due to conflict situation

perceived conflict*

When parties in conflict become aware of their different views (cognitive).

alternatives

Other possible solutions to a problem in a decision-making process.

analysis paralysis

A decision-making process in which more and more time is spent on gathering information and thinking about it, but no decisions actually get made.

anchoring

The tendency for individuals to rely too heavily on a single piece of information.

bounded rationality model

According to this model, individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives.

brainstorming

A process of generating ideas that follows a set of guidelines, including not criticizing ideas during the process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking).

certainty

Where you know all the alternatives and the outcomes for each alternative.

creativity

The generation of new ideas that are original, fluent, and flexible.

decision criteria

A set of parameters against which all of the potential options in decision making will be evaluated.

decision making

Making choices among alternative courses of action, including inaction.

decision rule

Automated response to problems that occur routinely.

decision trees

Diagrams where answers to yes or no questions lead decision makers to address additional questions until they reach the end of the tree.

escalation of commitment

When individuals continue on a failing course of action after information reveals it may be a poor path to follow.

Flexibility

How different the ideas are from each other. If individuals are able to generate several unique solutions to a problem, they are high on flexibility.

fluency

The number of ideas a person is able to generate.

framing bias

The tendency of decision makers to be influenced by the way problems are presented.

groupthink

A tendency to avoid a critical evaluation of ideas the group favors.

hindsight bias

The opposite of overconfidence bias, as it occurs when looking backward in time and mistakes seem obvious after they have already occurred.

idea quotas

A set number of ideas a group must reach before they are done with brainstorming.

intuitive decision-making*

Decisions made by hunches or guessing. Leads to poor decisions.

judgment decision-making model*

Arriving at decisions based on prior experience. In a given situation, experts making decisions scan the environment for cues to recognize patterns

nonprogrammed decisions

Unique, nonroutine, and important. These decisions require conscious thinking, information gathering, and careful consideration of alternatives.

operational decisions

Decisions employees make each day to make the organization function.

originality

How unique a person's ideas are.

overconfidence bias

What occurs when individuals overestimate their ability to predict future events.

programmed decisions

Decisions that occur frequently enough that we develop an automated response to them.

rational decision-making model

A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice.

risk

Where you know the probability of possible outcomes for each alternative

satisfice

To accept the first alternative that meets minimum criteria

strategic decisions

Decisions that are made to set the course of an organization

tactical decisions

Decisions about how things will get done.

uncertainty

Where you don't know the alternatives or the likelihood of various outcomes

wildstorming

A variation of brainstorming in which the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible.

active management by exception

Leaving employees alone but at the same time proactively predicting potential problems and preventing them from occurring.

authentic leadership approach

A leadership approach advising leaders to stay true to their own values

authoritarian decision making

What occurs when leaders make the decision alone without necessarily involving employees in the decision-making process.

Blake & Mouton Managerial Grid*

Concern for people x concern for production both are important for leadership (9,9 team manager).

charisma

Behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader.

contingent rewards

Rewarding employees for their accomplishments.

democratic decision making

What occurs when leaders and employees participate in the making of the decision.

emotional intelligence

Ability to be aware of and manage one's own and other's emotions and motivate oneself*.

formal leaders

Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.

Hersey Blanchard Situational Leadership theory

Best leadership style (tell, sell, participate, delegate*) depends on the readiness of employees.

Telling/directing

leader focus is high task, low employee

Selling/coaching

Leader focus is high task, high employee

Participating/supporting

leader focus is low task, high employee

Delegating

Leader focus is low task and low employee

individualized consideration

When leaders show personal care and concern for the well-being of their followers

informal leaders

Those without a formal position of authority within the organization but demonstrate leadership by influencing those around them through personal forms of power

inspirational motivation

When leaders come up with a vision that is inspiring to others.

intellectual stimulation

When leaders challenge organizational norms and status quo, and encourage employees to think creatively and work harder.

laissez-faire decision making

What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision.

leadership

The act of influencing others toward a goal.

passive management by exception

Leaving employees alone but then coming to the rescue if anything goes wrong.

people-oriented leader behaviors

Showing concern for employee feelings and treating employees with respect (also called consideration).

servant leadership

A leadership approach that defines the leader's role as serving the needs of others.

task-oriented leader behaviors

Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure).

theory X

A theory of human nature which assumes that employees are lazy, do not enjoy working, and will avoid expending energy on work whenever possible.

theory Y

A theory of human nature which assumes that employees are not lazy, can enjoy work, and will put effort into furthering organizational goals.

transactional leaders

Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception.

transformational leaders

Those who lead employees by aligning employee goals with the leader's goals. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers.

Vroom Yetton Normative decision making model

Level of participation of employees in decision (AI, AII, CI, CII, GII*) depends on the answer to situational questions in decision tree.

AI

Leader makes decisions on own with own information

AII

Leader makes decision using information/data gathered from others

CI

Leader makes decision but gets suggestions on solution from individuals

CII

Leader makes decision but gets the group together to come up with a suggestion

GII

The group makes the decision

trust

The belief that the other party will show integrity, fairness, and predictability in one's actions toward the other.

coercive power

The ability to attract others, win their admiration, and hold them spellbound.

expert power

Power that comes from knowledge and skill.

Access power*

Power that comes from having access to things (i.e. information, resources).

legitimate power

Power that comes from one's organizational role or position.

power

The ability to influence the behavior of others to get what you want.

referent power

Power that stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them.

reward power

The ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment.

boundaryless organization

A term coined by Jack Welch of GE and refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment.

centralization

The degree to which decision making authority is concentrated at higher levels in an organization.

divisional structures

Grouping of jobs based on the products, services, customers, or geographic locations the company is serving.

flat structures

An organization with few layers, often with large numbers of employees reporting to a single manager.

formalization

The extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated.

functional structures

Grouping of jobs based on similarity in functions.

learning organization

An organization where acquiring knowledge and changing behavior as a result of the newly acquired knowledge is part of an organization's design.

matrix organizations

A cross between a traditional functional structure with a product structure. Specifically, employees reporting to department managers are also pooled together to form project or product teams.

mechanistic structures

Structures that resemble a bureaucracy and are highly formalized and centralized.

modular organization

An organization where all the nonessential functions are outsourced.

organic structures

Flexible and decentralized structures with low levels of formalization where communication lines are more fluid and flexible.

organizational chart*

Line diagram presenting the positions and relationship between positions in the organization with horizontal and vertical dimensions.